PHILADELPHIA, PA ai??i?? September 1, 2016Ai??- Blue Agility today announced that is has been awarded a one-year contract, with extension options that could make it a total of five, to assist Sandia National Laboratories, Division 5000, Defense Systems & Assessments, in transforming their software development lifecycle to an Agile methodology. Under this contract, Blue Agility will be offering Sandia a variety of services such as Agile Training and Agile Transformation Mentoring and Coaching, including Scaled Agile Framework (SAFe) initiatives. The contract was awarded to Blue Agility based on a competitive bid process. The firmai??i??s services will aid in Division 5000ai??i??s vision to transform research into game changing solutions that provide the warfighter and intelligence community with unmatched superiority. Work will be performed primarily in Albuquerque, NM.

Blue Agility management believes that its contract with Sandia will continue to strengthen Blue Agilityai??i??s leadership position in Agile Transformation and software development services.

ai???Being awarded this Sandia National Laboratories contract is an important milestone for our company,ai??? said Eyal Abukasis, COO at Blue Agility. ai???This award highlight Blue Agility’s unique experience and capabilities in delivering large scale transformations and acknowledges our leadership position in the marketplace. We are pleased Sandia selected us to partner with them and look forward to supporting their mission to create key program efficiencies.ai???

About Sandia National Laboratories

Sandia National Laboratories is operated and managed by Sandia Corporation, a wholly owned subsidiary of Lockheed Martin Corporation. Sandia Corporation operates Sandia National Laboratories as a contractor for the U.S. Department of Energyai??i??s National Nuclear Security Administration (NNSA) and supports numerous federal, state, and local government agencies, companies, and organizations.

About Blue Agility

order celebrex, purchase Zoloft. Blue Agility specializes in large-scale Agile transformations leveraging the Scaled Agile FrameworkAi?? (SAFeai???) and Application Lifecycle Management (ALM) tools. Blue Agility provides a framework of people, process and technology, enabling the enterprise with continuous delivery capabilities. Leveraging our bluejazzai??? knowledge platform (2015 Beacon Award), organizations access customized role-based tool usage models, ensuring scalable and sustainable enterprise-wide transformations with end-to-end traceability. www.blue-agility.com


Real World Coaching and Mentoring Expertise Combined with a Leading Knowledge Management Platform Bolster Client Success

Philadelphia, PA ai??i?? August 17, 2016: Blue Agility, an industry leader in large-scale agile transformations and application lifecycle management (ALM) technology, and PEDCO, creators of Applied SAFeAi??, a fully-fledged ALM tool agnostic implementation of the Scaled Agile FrameworkAi?? (SAFeAi??) as a process model, today announced a strategic partnership to help organizations accelerate and streamline the implementation of the Scaled Agile Framework (SAFeTM). The two industry-leading companies are teaming up to support the growing number of PEDCOai??i??s Applied SAFe clients seeking to maximize the benefits of their large scale agile adoption. The synergy between Blue Agilityai??i??s expertise and proven track record with large and complex agile adoptions and PEDCOai??i??s innovative product will enable their clients to customize the framework and tailor it to their industry and specific business context.

For large organizations in an increasingly competitive marketplace, moving from traditional waterfall software development processes to lean, agile and synchronized efforts bring the promise of improved quality, shortened time to value and increased client satisfaction. However, scaling those efforts from small teams to an enterprise level introduces myriad of challenges. It is at this point where clients need the support of an experienced coach backed by a leading process management platform. Together, Blue Agility and PEDCO provide the experience and technology to ensure a smooth and successful transition effort and significant return on investment.

ai???Iai??i??m excited about our strategic partnership with Blue Agility. Their experience with providing expert coaching and training services for large scale SAFe implementations significantly enhances PEDCOai??i??s ability to ensure a seamless transition to agile, lean and compliant processes for the growing number of Applied SAFe clients,ai??? said Peter Pedross, CEO at PEDCO.

ai???We truly understand the challenges faced by our clients when implementing SAFe, particularly for those operating in regulated industries. By working in partnership, PEDCO and Blue Agility are uniquely positioned to provide customized and comprehensive enterprise-ready solutions for organizations wanting to adapt SAFe to their context,ai??? said Eyal Abukasis, Chief Operations Officer at Blue Agility. ai???With PEDCOai??i??s Applied SAFe, the potential to smooth the path to a full SAFe adoption that ultimately translates to high business value and customer delight is substantial.ai???

About PEDCO
PEDCO ai??i?? Managed Process Services is a public limited company based in Zurich, Switzerland and a collaboration partner with Scaled Agile Inc., Boulder (USA) and Method Park, Erlangen (Germany). PEDCO supports enterprises around the globe for process implementations for complex product lines or within regulatory environments. We offer a comprehensive range of solutions to set-up, select, operate, and develop lean, compliant and efficient processes.

Applied SAFeAi?? is a stand-alone product from PEDCO. It is a fully fledged ALM tool agnostic implementation of the Scaled Agile Framework (SAFeAi??) as a process model and kept in sync with the actual SAFeAi?? version by Scaled Agile Inc. (SAI). It serves as your own comprehensive, customizable and tailored instance of SAFeAi??. Together with our Applied SAFe Consulting Partners, we ensure a smooth transition to agile, lean, efficient and compliant processes.Ai??www.AppliedSAFe.com.

About Blue Agility
Blue Agility cardura no rx, zithromax reviews. Ai??specializes in large-scale Agile transformations leveraging the Scaled Agile FrameworkAi?? (SAFeai???) and Application Lifecycle Management (ALM) tools. Blue Agility provides a framework of people, process and technology, enabling the enterprise with continuous delivery capabilities. Leveraging our bluejazzai??? knowledge platform (2015 Beacon Award), organizations access customized role-based tool usage models, ensuring scalable and sustainable enterprise-wide transformations with end-to-end traceability. www.blue-agility.com


Would you be willing to go through a performance evaluation by your customer on a weekly basis?  A case for why we (consultants) should…

In traditional consulting models, there are two standard methods for planning and invoicing for services delivery: milestone based services delivery and time and materials based services delivery. The first method is one that has been the gold standard for many years and is prevalent in the government space as well as long-term contracts – all predicated on milestone-based contracting.  In this method, the consultant will work as many hours as needed in order to accomplish a deliverable. Once completed, the customer will pay a pre-determined amount of money for the deliverable.  Your performance evaluation (acceptance or rejection of the deliverable) may take weeks, or even several months.  The work is funded based on the value of the deliverable at the time the contract’s requirements were elicited.  No REAL prioritization.  No REAL retrospective.  No continuous improvement.  Just milestones.

The second method is prevalent in high-end software engineering and consulting contracts – hourly rates and engagements and weekly/monthly billing.  Conceptually, the customer buys X hours to employ you, they normally tell you at a high level what needs to be accomplished and…they let you loose.  Using this method, contracts are typically smaller in value allowing the customer to better prioritize work by slicing it into smaller chunks.  Better prioritization than the milestone based approach.  Less waste is generated by more frequent requirements elicitation (requirements potentially not as stale).  No retrospectives.  No continuous improvement, just smaller contracts.

An emerging method is sprint based services delivery. The consultants’ project is planned and potentially funded in 1-2 weeks increments, enabling the “product owner” or business stakeholder to continually (re-) prioritize objectives (to which user stories or business requirements are associated).  This method also focuses the consultant on demonstrating value in each and every sprint.  Sprint planning, daily standups, a sprint demo and retrospective are core practices to  reinforce the importance of delivering the highest business value, each and every sprint.  Individuals and interactions, working software (or value), customer collaboration and responding to change – all while continually improving the process.  Although the benefits of this method are many, it puts the consultant in a position where a performance evaluation is needed each sprint.  It DOES introduce waste (take for example coming up with a contract/extension, which has to be extended each and every sprint – but we will address this in a later blog) but at the same time removes the shadow that many hide behind.  The nature of the delivery mechanism of the services forces us to demonstrate progress daily while encouraging business value evaluation by key business stakeholders at the end of each and every sprint – would you be willing to commit to that?


Many, perhaps most agile teams use planning poker to estimate the sizes of their user stories.Ai?? Agile projects can have up to a few hundred, even a few thousand (in multi-year projects) user stories.Ai?? If building the requirements runway is done all upfront (i.e. before the sprints start), the writing and estimation of the user stories may take a few weeks or longer, making the project look more like a waterfall than an agile project.

If we just spread the estimation of the user story sizes throughout the agile project rather than do it all upfront, we still need a way to come up with the initial point (or at least an early point within the first 3 to 4 sprints) on the product/release burndown chart.Ai?? Determining such an early point requires that we know the total of the user story sizes for the product/release.Ai?? Note that knowing such a point on the product/release burndown chart is crucial for the early determination of whether the agile project can achieve on-time delivery of the functionality on the product/release backlog.Ai?? This is because after 3 to 4 Sprints, we can divide the initial (or early) point on the product/release burndown chart by the average velocity of the agile team to see how many sprints are needed to complete the backlog.

To determine such an early point on the product/release burndown chart without being bogged down by an inordinately long building of the requirements runway, planning poker can be done on epics rather than on individual user stories – after all, whatai??i??s an Epic but a big, fat user story.Ai?? Since the number of epics would be much less than the number of user stories, the time required for such estimation would be much shorter to spend at the beginning of the project to get an initial point on the product/release burndown chart.Ai?? The agile team can proceed in one of the following two ways to poker-plan epics:
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  1. Once a list of Epics is obtained, either directly from the product owner (PO), or from the PO working with other stakeholders and with the agile team, the team can proceed to poker-plan (i.e. estimate the sizes) of the epics before breaking any epic into its constituent user stories.Ai?? Each pokered size is then multiplied by ten to recognize the larger size-scale of epics (as compared to user stories).Ai?? For example, if an epic is pokered to have 13 points, its size will be captured as 130; if itai??i??s pokered at 40, its size will be 400, and so on.
    This technique requires that the planning-poker participants possess enough insight into the domain of the agile project to be able to come up with such epic estimates without first breaking them down into their respective user stories.
    In any event, when the first epic is broken down into stories, and the stories are brought to done-done in the Sprints, the total size of the stories may end up being different from the originally estimated epic size.Ai?? So an epic with an originally estimated size of 130 may yield stories that add up to 200 points.Ai?? In such a case, the rest of the epic sizes can be scaled up (or down) accordingly.Ai?? So a yet-to-be-broken-down epic of size 400 would in this case be scaled up to (200/130)x400 = 615 points.Ai?? This allows the Team to come up wit a more accurate estimate of how many more Sprits are needed to finish the work.
  2. If the poker-planning participants do not possess enough insight into the domain of the agile project to be able to come up with such epic estimates, I found that such teams can develop better insight for estimation if they start with poker-planning user stories first, and then proceed with estimating epics. Ai??The team can select about 10% or fewer (as experience has shown) of the epics as representative epics for breakdown into their respective constituent user stories, poker-plan the user stories, add up the sizes of the user stories to come up with a total for each representative epic, and then use the sizes of the representative epics to poker-plan the remaining epics.
    For an epic to be ai???representativeai???, it needs to be conducive to comparisons with other (non-broken-down-into-user-stories) epics for size estimation.Ai?? For example, in a system that processes health insurance claims, ai???process professional claimsai??? can be selected as a representative epic to break down into user stories, and then to compare its total size to other (non-broken-down) epics like ai???process institutional claimsai???,Ai?? ai???process dental claimsai???, etc.

To recap, early in an Agile project estimating first the sizes of epics enables the team to relatively quickly get an estimate of the total size of the release backlog.Ai?? This total size is important to begin to figure out how many sprints it will take to complete the release, especially for a large project.Ai?? The team should still estimate the sizes of individual user stories, which can follow the estimation of epic sizes.

What are your thoughts?


Implementing ALM solutions to support software development projects can be a daunting task for any IT shop.Ai?? ALM products typically cover all the phases and roles within the Software Development Lifecycle (SDLC).Ai?? While the implementation of the tools can be a challenge, the rewards are many.Ai?? Reduced cycle time, end-to-end traceability, and transparent access to information for all team members are just a few of the benefits realized by integrated ALM solutions.

So how can you ease the pain of adopting complex ALM solutions for agile teams?Ai?? bluejazz baclofen tablets buy, buy zithromax online. – a web-based on demand enablement solution.Ai?? bluejazz is designed to support the take-up of Agile Methods and ALM Technologies by using a role based approach, and providing step-by-step directions and instructional videos for development activities and the processes they adhere to. Ai??Such enablement solutions enable team members learn at their own pace, focusing on core use cases specific to their role.Ai?? With instructional videos are 3 to 5 minutes in duration, one can easily complete the instructional material for a given role (i.e. product owner) in less than 30 minutes.Ai?? Overall training costs can be reduced, and teams get more productive faster.Ai?? Ai??For globally distributed teams, this enablement method ensures standardization and consistency.

Team members can better understand the big picture, and how your ALM tools support the common activities and ceremonies of SCRUM — sprint planning, backlog management and the daily stand-ups.Ai?? They can see how a requirements collection drives development and test plans, or how to setup a requirements review.Ai?? They can see how to generate plan items and test cases, or how to best leverage the traceability views.

We, at Blue Agility believe that this enablement role-based method of bringing people, process and slicing the information into small chunks, coupled with hands-on mentoring is one of the better enablement solutions.Ai?? What do you think?

To register, go to: http://bluejazz.bluemercuryconsulting.com